The Manor House Residential Home

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture. This is the first assessment for this newly registered service. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

This service scored 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities. There was an open culture in the home. Staff were supported to provide high quality care. The team demonstrated the values of the organisation. The team expressed how they had wanted to do a good job when supporting people. People’s needs and well being was a priority for the team. The management team were invested in making sure the home was providing high quality care. The management team had a very ‘hands on’ approach and this was evident from the feedback we received from people and their relatives. The registered manager worked on duty providing care and support to people and had a clear understanding of the home at every level.

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

Leaders led the team by example. They were passionate about the home and wanted to strive for excellence. Staff were given opportunities to develop their skills, for example, by completing a care qualification. The registered manager had the skills and experience to manage the home effectively. People told us the managers were very good, one person said, “Pretty well managed. [Staff name] is a very good manager, you could do with two of them. [Staff Name] is also good, they are all very good.” Another person said, “They carry out their duties on time; you are not worried. Everything happens like clockwork. The staff are really very friendly and pleasant.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. All of the staff we spoke with told us they had no concerns about speaking out if needed. Staff were clear about the whistle blowing procedure and said they would use this if needed. There was a clear process for staff or people to speak up. Staff said they felt things would be addressed without delay.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them. Staff told us they liked working at the home. They said they felt treated fairly and praised the management team. Staff had the opportunity to develop their skills and gain more qualifications if needed. The provider encouraged the team to become the best at their role.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

The service had effective quality assurance systems. Audits of the quality of care was checked on a regular basis. Any actions or concerns were addressed without delay. Updates on actions were effectively communicated with the team through handover meetings and team meetings. The provider took accountability for any actions or shortfalls in service delivery. Safeguarding concerns, complaints, incidents and accidents were investigated thoroughly and actions followed up.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement. The registered manager had developed links with the local community, for example, the church came to the home on a regular basis. The home had good working relationships with health care professionals. Health care professionals regularly visited the home.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. Learning was embedded in the service. The registered manager shared their service improvement plan with us. There were clear actions and time scales. This was reviewed on a regular basis. The registered manager shared some examples of how improvements had been made following audits on care plans. Staff had been reminded to ensure they updated care records in detail.